Southwest Airlines has hired the design team to improve the passenger experience at Boston Logan Airport from arrival to departure. On the first day, the team conducted assumption storming and empathy mapping to understand passenger pain points. They defined the problem as making passengers happy during their pre-flight experience. On day two, the team generated ideas through job stories and six-ups. On day three, they converged on ideas through sketching and $100 testing. Day four involved prototyping the selected idea. On the final day, the team tested their prototype with passengers and analyzed the results.

1. Design Sprint Workshop

2. Chris Tucker
HELLO
my name is
problem
solving addict
project
manager
design sprint
facilitator chris.tucker@freshtilledsoil.com

3. Challenge 1
High five everyone in the room.
IN 60 SECONDS

4. Challenge 2
Make everyone happy.
IN 60 SECONDS

5. YOU ARE HERE
YOU WANT TO BE HEREMAKE EVERYONE
HAPPY
HIGH-FIVE EVERYONE
DESIGN PROBLEM ENGINEERING PROBLEM

6. talk do talk
8:45 11:45
Agenda

7. ○Write BIG and with a Sharpie/marker
○Everybody participates
○All voices equal
○Be timely
○Be comfortable
○Have fun!
Rules of Conduct

8. DS101

9. A Design Sprint is a flexible design
framework that increases the chances
of making something people want.
What is a Design Sprint?

10. Design Sprint Approach
UNDERSTAND
Clarify and focus on the
problem to solve
DIVERGE
Generate solutions to the
identified problem
CONVERGE
Select which solutions are
best to move forward
BUILD
Create a low-cost prototype
to test with potential users
TEST
Test the prototype with
users and debrief
✓
X
?

11. Make
Things
People
Want
Make
People
Want
Things
>
(or Need)

12. Design
Sprint
SCIENTIFIC
METHOD
DESIGN
PROCESS
AGILE
PHILOSOPHY
Rigorous
Experimental
Hypothesis Driven
Continuous Improvement
Collaborative
Responsive
Human Centered
Creative
Divergent

13. DESIRABILITY FEASIBILITY PROFITABILITY
we can create
they’ll pay enough for
thi$$$$
DESIGN SPRINTS WORK BEST AT DETERMINING DESIRABILITY
t h i sthis
somebody wants

14. BIG (SOMETIMES SCARY) IDEAS ARE BEST FOR TESTING IN DESIGN SPRINTS

15. DATA CAN BE USEFUL BUT OFTEN TIMES ONLY LOOKS BACK AND
DOESN’T TELL THE WHOLE STORY

16. EVIDENCE-BASED DECISION MAKING OVER HIGHEST PAID PERSON’S OPINION

17. DESIGN SPRINTS ARE ALL ABOUT ANSWERS. PROTOTYPES ARE
MADE BUT ARE USUALLY DESTROYED AFTERWARDS.

18. When you skip steps or pace it out, insights get shallow,
ideas get dim, and momentum is lost.
FIVE CONSECUTIVE DAYS ALLOWS FOR FOCUS AND DEPTH
If your job can survive a 5-day vacation, it will thrive after a 5-day Design Sprint!
*
Importance of Time

19. Who should be in the room?
The best information comes from
the least likely characters.
ORGANIZATIONAL DIVERSITY IS KEY
}

20. Start with Context
We can work with your team to make sure you’ve got enough
information to hit the ground running. Data can be collected from
(potential) user interviews and market data.
PRE-SPRINT RESEARCH IS IMPORTANT

21. Questions?

22. Southwest Airlines has found that customer satisfaction is
significantly higher on flights leaving from top rated airports like
Phoenix or Portland. Boston is ranked 18 out of 30 (best to worst).
Southwest has hired the fresh tilled soil extension team (you!) to
create fresh new ideas for improving the experience of flying out of
Boston Logan, from the moment passengers leave their home/
hotel to the moment the plane takes off.
Their hypothesis is that if a passenger is already unhappy from the pre-flight
experience, it is more difficult for them to achieve high satisfaction rating.
Team Challenge

23. Day 1: Understand

24. Who are you designing for?
What is know vs. a guess?
What is the problem?

25. to identify riskiest assumptions to focus on for the remainder of the
design sprint
Assumption Storming
PURPOSE OUTPUT
INSTRUCTIONS
1. On your own, write down what you know or think you know
about the topic (one idea per post-it)
2. Place onto quadrant: importance vs. confidence
3. As a group, discuss overlapping assumptions and placement
IMPORTANCE
CONFIDENCE
10 minutes

27. to compose a better understanding of who the stakeholders is and
what compels them
Empathy Mapping
1. As a group, fill in content for the following sections of your
empathy map:
○ think (+/-)
○ feel
PURPOSE OUTPUT
INSTRUCTIONS
○ says
○ see
○ need/frustration
10 minutes

29. PERSONA

30. JOURNEY MAP

31. to define the root problems we will ideate upon and work to solve
through the rest of the sprint
Problem Statement
PURPOSE OUTPUT
5 minutes
INSTRUCTIONS
1. On your own, write down your answer the question:
What are we trying to solve for?
2. Share and categorize the problem statements by theme
3. Explore and discuss how different themes might connect
(PROBLEM STATEMENT HERE)

32. Title (H1)
Problem Solution
Water on the floor Mop
WHY? Leaky pipe Fix pipe
WHY? Too much pressure Lower pressure
WHY? Pressure regulator Replace regulator
WHY? Maintenance schedule More frequent inspection

33. PROBLEM

34. Day 2: Diverge

35. How many different
ideas can we create?

36. to further clarify what your users are trying to accomplish
Job Stories
PURPOSE OUTPUT
1. On your own, select a top need from your Empathy Map (usually
from your Journey Map)
2. Fill in the blanks to the statement below to create a job story for
your chosen need
○ When ____________, I want to ___________________, so
that ______________.
3. As a group, share and discuss job statements
INSTRUCTIONS
(situation) (motivation or desire)
(outcome)
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
5 minutes

37. 1. Fold a piece of paper into 6 boxes (2 x 3)
2. Draw a different idea of how to solve for your job story in each
box (60 seconds per box!)
3. As a group, share, post on a wall, and note interesting ideas
to produce many possible solutions for a single pain point
Six-Ups
PURPOSE OUTPUT
INSTRUCTIONS
It doesn't have to be pretty, just get the ideas out in sketches and even a few words. And no screens, we’re not wire framing yet.
10 minutes

41. Generate More Ideas
Inspiration
What are your favorite solutions/experiences?
Bi-pass
Is there a way to eliminate the situation before it happens?
Socio Environmental
What are some loosely related issues that are underserved?
Go To The Impossible
How would you use magic to solve this?

42. STORYBOARDS

43. to determine top ideas for testing
$100 Test
PURPOSE OUTPUT
1. Each participant gets “$100”
2. On your own, invest “$” on assumptions that are critical and
need validation (minimum $5 increments)
3. Tally the “$” totals
4. Determine winning idea
INSTRUCTIONS
$ $
$
$
$
$
$
$
$
$ VOTE

44. Day 3: Converge

45. Which idea is best to
test?

46. tough
on
people
*ideas

47. to visualize individual interpretations of possible solutions
Individual Sketching
PURPOSE OUTPUT
1. Either on the whiteboard or on large post-its, draw a picture of
what your version of a possible solution looks like
2. The goal is that others will understand your solution without
too much explanation so don’t shy away from providing detail
and context
INSTRUCTIONS
30-60 minutes
NOW you get to wireframe. Finally!

48. to receive unfiltered feedback on first draft sketches
Ritual Discent
PURPOSE OUTPUT
1. Select a participant to present their sketch (2 minutes only!)
○ No comments or questions from the group
2. Group mates provide critical feedback (3 minutes only!)
○ Presenter turns around and takes notes (listening only -
cannot respond)
3. Presenter responds to the group with “Thank You”
4. Repeat until everyone has presented and received feedback
INSTRUCTIONS
5 minutes per
presenter
THEY LIKED…
THIS WAS UNCLEAR…
THIS COULD USE SOME LOVE…

49. Types of Feedback
REACTIVE DIRECTIVE CRITIQUE

50. Types of Feedback
REACTIVE DIRECTIVE CRITIQUE
Oh my, that is horrible!
A drunken parakeet could
do better.
That’s great,
I love it!!

51. Types of Feedback
REACTIVE DIRECTIVE CRITIQUE
You should have…
I would have…

52. Types of Feedback
REACTIVE DIRECTIVE CRITIQUE
If this objective is to make
users consider their bank
balance…
Tell me where you are in
your design process..
..Isn’t effective
because it’ll get lost

53. Day 4: Prototype

54. Create a sharable
version of your idea.

55. to define how your team will test critical assumptions during the
Test phase
Assumption Matching
PURPOSE OUTPUT
1. Select 3 relevant assumptions
2. For each define:
○ TEST question - how you will test to determine if the
assumption is valid or not
○ VALID IF - success criteria that determines if the
assumption is valid
INSTRUCTIONS
60 minutes
ASSUMPTIONS TEST ? VALID IF

57. PRE-PROTO QUESTIONS
to understand testers’ current habits and pain
points (unbiased)
ACTIONS
tasks you want the user to attempt to
complete (connected to a feature)
POST-PROTO QUESTIONS
to understand testers’ impression and
applicability of the prototype (wrap-up)
1
2
3

58. Types of Prototypes
PHYSICAL DIGITAL SERVICE
Interactive model
Lanscape model
Experience diorama

62. photo credit: Field Innovation Team

64. Types of Prototypes
PHYSICAL DIGITAL SERVICE
Paper flip chart
Interactive sketches
Interactive static screens
Video

65. 65
Lo
Hi
Interactive
Fidelity
Hi

71. Types of Prototypes
PHYSICAL SERVICEDIGITAL
Concept Model
Scenario
Role-Playing
Physical Model

76. Day 5: Test

77. Get (in)validation.

78. CAPTURE

79. DETERMINE RESULTS

80. Interviewing 101

81. ○ Let them describe what they see. DON’T explain.
○ Embrace awkward silence. Let them break before you do.
○ It’s not about you. This is not a promotional opportunity.
○ Be interested, not interesting.
○ Wear a poker face. Don’t express emotion to responses.
Listening Principles

82. ○ Ask open ended questions; never yes/no.
Would you use this?
Can you tell me a scenario in which you might use this?
What, if anything, might prompt you to use this?
How frequently, if ever, do you think you might use this?
○ Keep asking “Why?”. Don’t settle for vague answers.
Speaking Principles

83. PRE-PROTO QUESTIONS
to understand testers’ current habits and pain
points (unbiased)
ACTIONS
tasks you want the user to attempt to
complete (connected to a feature)
POST-PROTO QUESTIONS
to understand testers’ impression and
applicability of the prototype (wrap-up)
1
2
3

84. After the Design Sprint

85. X ?IT WORKED! INVALIDATED
UNANSWERED
QUESTIONS
First Possible Outcome

86. Assumptions
Prototype
Test
Learn

87. X ?VALIDATED
UNANSWERED
QUESTIONS
Second Possible Outcome
IT DOESN’T
WORK?

88. DON’T PANIC
YOU JUST SAVED TIME, FACE, MONEY

89. ?VALIDATED
UNANSWERED
QUESTIONS
Third Possible Outcome
XINVALIDATED

90. What is right?
*Who

91. What is right?
the timing

92. }
}
}
DESIGN SPRINT
INTERVALS
AGILE DEVELOPMENT
WEEK 1
Refine
Build
Test
WEEK 2
Refine
Build
Test
WEEK 3
Refine
Build
Test
WEEK 4
Refine
Build
Test
WEEK n
Understand
Diverge
Prototype
Test
Converge

93. freshtilledsoil.com/blog

94. Hopes & Fears
Goal & Anti-Goal
Who / Do
Persona Design
User Journey Map
Experience Map
Problem Reframe
Daily Retrospective
Pitch Practice
Parking Lot
Job-Stories
Challenge Map
Mind Map
Silent Critique
$100 Test
Service Blueprint
Sprint Debrief
{

95. “The wisdom that you get from understanding a
customer’s pain, is never something you need to
backpedal on, it’s never something that you pivot on.
That’s irrefutable knowledge.”
David E. Weekly
GOOGLE